物流专业英语（第5版） 电子课件 Ch1

LogisticsManagementChapter1chapteroutline(1)PartIMaterialFlowandInformationFlowDefinitionofLogisticsMaterialFlowCaseStudyofXeroxInformationFlowchapteroutline(2)PartIITheRelationshipofLogisticsActivitiestoLogisticsCostsCustomerServiceLevelsTransportationCostsWarehousingCostsOrderProcessing/InformationSystemsCostsLotQuantityCostsInventoryCarryingCostsPartIIISupplementaryReading

ReplenishmentofCruiseShipsTheReplenishmentofCruiseShipsisDauntingMaterialRequirementofaCruiseShipDistributionandMaterialHandlingPurchasingandSupplierManagementchapteroutline(3)Logisticsisthetaskofmanagingtwokeyflows:①

Materialflowofthephysicalgoodsfromsuppliersthroughthedistributioncenterstostores;

②Informationflowofdemanddatafromtheend-customerbacktopurchasingandtosuppliers,andsupplydatafromsupplierstotheretailer,sothatmaterialflowcanbeaccuratelyplannedandcontrolled.PartIMaterialFlowandInformationFlow

DefinitionoflogisticsManagingmaterialflowandinformationflowisakeypartoftheoveralltaskoflogisticsmanagement.Thedefinitionforlogisticscanbedescribedas:Thetaskofcoordinatingmaterialflowandinformationflowacrossthesupplychain.

MaterialflowTheaimoflogisticsmanagementistokeepmaterialsflowingfromsourcetoend-customer.Thepartsshallbemovedthroughthesupplychainasquicklyaspossible.Inordertopreventlocalincreaseofinventory,flowmustbearrangedsothatpartsmoveinanintegratedway.Thetermoftenusedissynchronous.CaterpillarInc.makescomplexearth-movingequipment,andthereareliterallythousandsofcomponentpartsandsubassembliesthatmustcometogetherinthefinalassemblyprocesses.Thevisionisthatpartsandsubassembliesshouldflowcontinuouslythroughthesupplychain,allorchestratedlikeaballet.CaseStudyofXeroxdescribeshowonecompanyre-engineeredmaterialflowinitsdistributionsystem..

Aftertheyintroduced‘just-in-time’productionsystems,XeroxplantmakingphotocopiersatVenreyinHollandstartedtoconsiderthefinishedproductinventory.Historically,stocksoffinishedproductshadbeen‘managed’bytryingtoincreaseordecreasesalesasstocksdeveloped.TheobjectiveofthenextmoveforXeroxbecameclear:makingonlywhatyouneedwhenyouneedit,thenshippingdirecttothecustomer.Butthekeyquestionhadtobeanswered:just-in-timeforwhat?Theansweristheend-customer.CaseStudyofXeroxCaseStudyofXeroxTherearethreetypesofdeliverywereneeded:Commodityproductsshouldbedeliveredtothestores.Middle-rangeproductswererequiredinfivedays.Largerproductsthathadtobeintegratedintoexistingcustomerprocessesandsystemshadtobeplannedmonthsahead:butthequoteddeliverydatehadtobemet100percent.

Thiswouldleadtodifferentinventorymanagementinlogistics.Figure1-1showsatraditionalinventorymanagementontheleft.Mostofthestockwasheldinlocaldepotswaitingforcustomerorders.Ifthemixhadbeenincorrectlyforecast,toomanyofthewrongproductswereinplentifulsupply,whileneededproductswereunavailable.Further,replacementproductswouldtakealongtimetofighttheirwaythroughthepipeline.

Anew‘jut-in-time’strategywasneededtomakelogisticsmoreresponsive.Thisstrategyhadadeepeffectonthematerialflowmanagement,pushingmuchoftheinventoryawayfromtheend-customer.Instead,inventorywasmostlyheldfurtherupstream,whereitcouldbefinallymadetoknownorders,andwhereithadlowervalue.Itwouldbepossibletoremoveseveralstagesofthedistributionprocess,therebyeliminatingsomeofthesourcesofinventory.

Forcommodityproducts,XeroxusedthetermdeliverJIT:thatis,producthadtobedeliveredfromstock.Wheresalesforecastsaretraditionallypoor,thechallengewasoneofflexibilityandspeedofmanufacture.Formid-rangeproducts,itwasunrealistictohold‘justincase’inventoriesofproductswhicharetoocomplextobemadequickly.

Instead,finishJITwasthetermtodescribethenewpolicyofbuildingsemi-finishedproductswiththeminimumofaddedvalue,andbeingabletocompleteanddelivertheproductinthefive-daytarget.Finally,buildJITwasthetermusedtodescribethenewconceptofbuildinglargerproductsquicklywithinadefinedleadtime.TheimpactofthenewconceptonthedownstreamprocessescanbejudgedfromFigure1-1.Whilethetraditionalinventorypolicyshowsamaximumnumberofdaysofstock(shownintheshadedarea)atfinishedproductlevel,thisisrisky.Wearemorelikelytoknowpreciselywhattheend-customerwantsatthelateprocess.Postponingdecisionsuntilaslateaspossibleintheprocesscanhelpreduceinventory.Fig.1-1Xerox:theimpactoninventories

Itisallgoodtogetmaterialsflowingandmovementsynchronized,butsupplyshallrespondintimewiththeend-customer’sneeds.Itistheend-customer’sdemandsignalsthatcausethesupplychaintorespond.Bysharingtheend-customerdemandinformationacrossthesupplychain,wecreateademandchain,focusedoncustomervalue.Informationtechnologyenablestherapidsharingofdemandandsupplydataatincreasinglevelsofdetail.Theaimistointegratesuchdemandandsupplydatasothatanincreasinglyaccuratepictureisobtainedaboutthenatureofbusinessprocesses,marketsandend-customers.Information

flowFig.1-2Integratingdemandandsupplychains

Suchintegrationacrossthesupplychainwillhelpmeetingdemandinthemarketwithamaximumofdependability,andminimumofinventory.Fgure1-2givesaconceptualmodelofhowsupplychainprocessesareintegratedtogetherinordertomeetend-customerdemand.Demandsignalsaresharedacrossthechain,andshallnotbeunderstoodas‘sell’process.Satisfyingdemandisalsoregardedasanintegratedprocess,asmaterialsaremovedfromoneprocesstothenextinaseamlessflow.Informationisthe‘glue’thatbindsthesupplychainprocessestogether.

NewWordsandExpressionscoordinate/kəʊˈɔːdəneɪt/v.使协调，使调和；协调，协同end-customer/ˈkʌstəmə/n.最终客户component/kəmˈpəʊnənt/n.adj.成分，零件；组成的，成分的Subassembly/s

bəˈsembli/n.部件，组件；子组件部件vision/ˈvɪʒən/n.愿景re-engineer/ˌriːendʒəˈnɪə/v.重新设计，重组forecast/ˈfɔːkɑːst/v.n.预报，预测plentiful/ˈplentɪfəl/adj.丰富的，充沛的

responsive/rɪˈspɒnsɪv/adj.响应的，反应灵敏的eliminate/ɪˈlɪməneɪt/v.排除,消除，除掉flexibility/ˌfleksəbɪləti/n.柔性，灵活性postpone/pəʊsˈpəʊn/v.延期，推迟

integration/ˌɪntɪˈɡreɪʃən/n.整合，一体化

Logisticscostsarecreatedbytheactivitiesthatsupportthelogisticsprocess.Eachofthemajorcosts—customerservice,transportation,warehousing,orderprocessingandinformation,lotquantityandinventorycarrying—isdiscussedbelow.PartIITheRelationshipofLogistics

ActivitiestoLogisticsCosts

Thekeycostassociatedwithvaryinglevelsofcustomerserviceisthecostoflostsales.Moniesthatarespenttosupportcustomerserviceincludethecostsassociatedwithorderfulfillment,parts,andservicesupport.Theyalsoincludethecostsofreturngoodshandling,whichhasamajorimpactonacustomer’sviewoftheorganization’sserviceaswellasthefinallevelofcustomersatisfaction.CustomerService

LevelsThecostoflostsalesincludesnotonlythelostofthecurrentsale,butalsopotentialfuturesalesfromthecustomerandfromothercustomersduetoword-of-mouthnegativepublicityfromformercustomers.Arecentestimateindicatedthateveryunsatisfiedcustomertellsanaverageofnineothersabouthisorherdissatisfactionwiththeproductorservice.Itisnowonderthatitisextremelydifficulttomeasurethetruecostofcustomerservice!CostoflostsaleThus,thebestapproachistodeterminedesiredlevelsofcustomerservicebasedoncustomerneeds.Theideaistominimizethetotalcost,giventhecustomerserviceobjectives.Becauseeachoftheotherfivemajorlogisticscostelementsworktogethertosupportcustomerservice,gooddateareneededregardingexpendituresineachcategory.Theobjectiveistominimizetotalcosts

Theactivityoftransportinggoodscausestransportationcosts.Expendituresthatsupporttransportationcanbeviewedinmanydifferentways.Costscanbecategorizedbycustomer,productline,typeofchannelsuchasinboundversusoutbound,andsoon.Costsvarywithvolumeofshipment(cube),weightofshipment,distance,andpointoforiginanddestination.Costsandservicealsovarywiththemodeoftransportationchosen.

TransportationCosts

WarehousingCosts

Warehousingcostsarecreatedbywarehousingandstorageactivities,andbytheplantandwarehousesiteselectionprocess.Includedareallofthesitesthatvaryduetoachangeinthenumberorlocationofwarehouses.OrderProcessing/InformationSystems

CostsThiscategoryincludescostsrelatedtoactivitiessuchasorderprocessing,distributioncommunications,andforecastingdemand.Orderprocessingandinformationcostsareaveryimportantinvestmenttosupportgoodcustomerservicelevelsandcontrolcosts.Orderprocessingcostsincludesuchcostsasordertransmittal,orderentry,processingtheorder,andrelatedinternalandexternalcostssuchasnotifyingcarriersandcustomersofshippinginformationandproductavailability.Shippersandcarriershaveinvestedagreatdealinimprovingtheirinformationsystems,toincludetechnologysuchaselectronicdatainterchange(EDI),satellitedatatransmission,andbarcodingandscanningshipmentsandsales.

OrderProcessing/InformationSystems

CostsThemajorlogisticslotquantitycostsareduetoprocurementandproductionquantities.Lotquantitycostsarepurchasing

-orproduction-relatedcoststhatvarywithchangesinordersizeorfrequency.Lotquantitycostsmustnotbeviewedinisolationbecausetheyalsomayaffectmanyothercosts.Forexample,acustomergoodsmanufacturerthatproduceslargeproductionrunsmaygetgoodpricesfromsuppliersandhavelongefficientproductionruns,butrequiresmorestoragespacetohandlelargeruns.Lot

Quantity

CostsCustomerservicelevelsmaysufferasorderfulfillmentdeclinesbecauseproductsareproducedinfrequently,inlargebatches,andwithinventorygoingtozeroandcreatingstockoutsituationsinbetweenruns.Thismayincreaseinformationandorderprocessingcosts,ascustomersfrequentlycalltocheckonavailabilityofback-orderedproducts,andcancelbackorders.Transportationcostsalsomayriseascustomersaresentpartialorsplitshipments.Inventorycarryingcostswillriseaslargequantitiesofinventoryarehelduntilusedup,duetolargebatchsizes.Theimplicationofonecostuponanothermustbecarefullyconsidered.

Thelogisticsactivitiesthatmakeupinventorycarryingcostsincludeinventorycontrol,packaging,andsalvageandscrapdisposal.Inventorycarryingcostsaremadeupofmanyelements.Therelevantinventorycostsarethosethatvarywiththeamountofinventorystoredincludingthefourmajorcategoriesasfollowing:InventoryCarrying

Costs

1．Capitalcost,whichisthereturnthatthecompanycouldmakeonthemoneythatithastiedupininventory.2．Inventoryservicecost,whichincludesinsuranceandtaxesoninventory.3．Storagespacecost,whichincludesthosewarehousingspace-relatedcostswhichchangewiththelevelofinventory.4．Inventoryriskcost,includingobsolescence,stealing,relocationwithintheinventorysystem,anddamage.New

WordsandPhrasesexpenditure/ɪkˈspendɪtʃə/n.category/ˈkætəɡəri/n.

destination/ˌdestəˈneɪʃən/n.inbound/ˈɪnbaʊnd/adj.outbound/ˈaʊtbaʊnd/adjvary/ˈveəri/v.communication/kəˌmjuːnɪˈkeɪʃən/n.forecast/ˈfɔːkɑːst/n.v.

transmittal/trænzˈmɪt(ə)l/

n.orderentry/ˈentri/internal/ɪnˈtɜːnl/costadj.external/ɪkˈstɜːnl/costadj.notify/ˈnəʊtɪfaɪ/v.availability/əˌveɪləˈbɪləti/n.satellitedatatransmission/trænzˈmɪʃən/lotquantity/ˈkwɒntəti/purchase/ˈpɜːtʃɪs/v.n.frequency/ˈfriːkwənsi/n.isolation/ˌaɪsəˈleɪʃən/n.orderfulfillment/fʊlˈfɪlmənt/decline/dɪˈklaɪn/v.n.backorder/ˈbækɔːdə(r)/stockout/ˈstɒkaʊt/n.batch/bætʃ/n.inventory/ˈɪnvəntri/carrycostsalvage/ˈsælvɪdʒ/v.scrap/skræp/v.支出，花费种类，类别目的地入站，进货出站，出货变化，改变信息，交流预测传送,传输订单输入内部成本外部成本通报，通知可用性,可获得性人造卫星数据传输批量购买，赢得；起重装置频率，周率隔绝,孤立履行订单下降，衰落；下降，衰退，斜面延期交货缺货批次存货储存成本抢救敲碎PartIIISupplementaryReadingTheReplenishmentofCruiseShipsisDaunting

Oneofthemostdauntinglogisticsjobsintheworldisplanningandimplementingthereplenishingofacruiseship.Literallythousandsofitems,rangingfromfreshbedlinentoenginepartstoperishablefoodstuffs,mustarriveatthevesselbyahard-and-fastdeadline.“Everyweekbringsanewcrisis,”saidJimWalton,directorofmaterialsandlogisticsforRoyalCaribbeanCruisesLtdinMiami.

“Recently,1,500poundsoflambdidn’tmakeittoavesselintime,soacharteredplaneflewthelambtotheshipinMexico.”“Cruiseshipsaremovingtargets.Youonlyhaveashortwindowtogetwhat’scriticallyneededtothem.Otherwise,thecaptaindoesn’twaitaround,”hesaid.MaterialRequirementofaCruiseShipAsCruisesshipdesignersemphasizedpassengeramenitiesandcabinspaceoverstowagespace,the90-dayprovisioninghasbeenreducedto14daysinallareas.Thischangetransferredahugeresponsibilitytologisticstoreplenishshipsinvariousoutports.Onthisbasis,logisticshaveoneopportunitytoensureallgoodsarrivewithinasix-to-eighthourwindow.TheitineraryforeachRoyalCaribbeanvesselisplanedtwoyearsinadvance.Withthatdatainhand,Walton’slogisticsdepartmentpublishesacontainerloadschedule,whichspecifiesvendordeliverydates,bycommodityforeachvessel,overasix-monthperiod.Foreachshiptherearedeliverydatesforchilledproduce,frozenfood,drygoods,bondedmarineitems,andgiftshopandhotelitems.Thelogisticsdepartmentshipseverythingfromblocksoficetouniformsandtuxedoes;allmanneroffoodstuffs;radardomes,navigationequipment,floralarrangement,sparepartsformachineryinavessel’sengineroom,evenchemicalsforeachship’sphoto–developingshop.DistributionandMaterialHandling

RoyalCaribbeanowns17vessels—12operatedbyRoyalCaribbeanInternationalandfivebyCelebrityCruises.

Walton’s22-personstaffhandleslogisticsforalloftheship.“Weworksevendaysaweek,24hoursaday.Weloadshipsonweekends,working10to12hourdays.Westaggerourschedulessothatsomepersonnelarehereallofthetime,evenonholidays.Therearenodaysoffforthelogisticsdepartment.”Walton’sorganizationspendsmuchofitstimeoverseeingthephysicalhandlingofgoodsfortheships.Asuppliermaysendashipmentcoveringeightdifferentvessels.

Walton’sdepartmentsegregatesthosegoodsbyvesselandbyservicesector–beverage，hotel，giftshop,marine(meaningthefunctioningoftheship),entertainment,cruiseprograms,aquaticsandhotelservices.“Wehavetobuildspecificpalletsforeachsectorordepartment,andlabelthemassuch,”hesaid.Thereasonisthatgoodsareloadedonacruiseshipthroughdifferentdoorsorhatches.Whencargoarrivespierside,itmustgoaboardthroughtheproperdoor.RoyalCaribbean’s